Thank the good people at PWC because of their latest survey of executives about innovation. The new article, optimistically entitled “Unleashing the energy of Innovation” was lately released and surveyed approximately 250 senior executives about creativity. CEO is fixed on innovation, the physical body of the organization might not be following. The ‘antibodies’ that inhibit innovation include a culture that sees it as separate from the mainstream operations of the business and is slow to commercialize new ideas. And, the writers are proved by the survey are appropriate – or that the authors actually cared about what the professionals said.

Over 57% of the professionals described culture as one of the top three barriers for creativity. That’s more than 13 percentage factors over the next hurdle, which is strangely “strong visionary business leadership”. You’d think that in the second case the professionals would be directing the finger at themselves.

But let’s focus on culture. The authors state several times that innovation is moving up on the CEO’s agenda. If technology is important to CEOs (which I believe) and if culture is the largest impediment (which, by the real way, is also almost always true), then there’s a simple method for discerning if the invention is important to your business.

What’s staying the same? If technology matters to your CEO, if 57% of the respondents identify culture is a barrier, you know what to consider then. Proof that mature market leaders are doing everything they can to make a balance between advancement and efficiency. These two don’t have to be mutually exclusive, or competitors even. They can co-exist, but it takes a particular culture to encourage co-existence.

What changes have been rolled out in your culture lately? Do they reinforce technology or efficiency? There are several real challenges natural in this pressing concern. The first is that culture, while powerful, is omnipresent and intangible. You do not change culture by engaging in a few training exercises. It has to begin from the top and move out through the business. That leads to the next issue: ethnic change takes time, and it’s simpler to recover a once innovative culture than to change the thinking on the culture that hasn’t had you been innovative.

A third problem is a corollary to these: if creativity is considered a task or an occasional project, there shouldn’t be a need to get enough time and energy to change the culture. This skeptical response to ethnic change demonstrates having less understanding about the energy of culture as it relates to innovation. What is it possible to do?

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If your teams want to innovate, the business must change the culture to at the very least accept advancement activities and at best embrace advancement and its substances: risk, doubt, variability, discovery and exploration. And does anyone last long enough in a senior role to invest in all of this change with at best uncertain outcomes?

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